Paul Redmond writes. Paul is the founder of RDA Accountants. A recognised voice in modern accountancy, Paul helps business owners and accountants achieve clarity, growth, and long-term impact through his frameworks on wealth, strategy, and advisory transformation. Introduction: a defining decade Every profession has defining decades – periods when technology and expectations force a complete reinvention. For accountants, this is one of those decades. We’ve already lived through three major shifts: from ledgers to spreadsheets, from desktop software to the cloud, and from static reporting to real-time collaboration. Each step freed us from manual drudgery and increased our efficiency. Artificial Intelligence (AI), however, is different. Unlike past shifts that digitised existing work, AI reshapes the work itself. It changes what accountants do, how we deliver value, and even how clients perceive us. Used poorly, AI risks reducing us to faster processors of compliance tasks - a commodity in a race to the bottom on fees. Used strategically, it gives us the power to become navigators of business success, guiding clients with insight, foresight, and clarity. The choice is ours. Why AI is arriving now AI’s rapid arrival in accountancy isn’t random. Four converging forces make this the perfect moment: Data overload: businesses now produce enormous volumes of data from e-commerce, CRM systems, banking feeds, and apps. Most of it goes unused because humans can’t process it all. AI thrives in this environment, ingesting and analysing vast datasets in seconds. Rising client expectations: Netflix predicts films, Google anticipates searches - our clients live in an AI-powered world. They now expect real-time insights, proactive guidance, and personalised advice from their accountants, not just year-end reporting. Margin pressure: Compliance work is being commoditised by cloud software and low-cost providers. To escape shrinking margins, firms must shift towards higher-value, insight-led services. Talent shortages: Fewer graduates are choosing traditional accounting. The repetitive nature of compliance makes retention difficult. AI offers relief by automating low-value work, freeing teams for more engaging, strategic roles. Together, these forces make AI not optional, but essential. Practical AI in today’s firm AI isn’t a distant future – it’s already embedded in tools we use daily. Here are six practical applications that are reshaping firms: Automated data capture: OCR and machine learning categorise invoices, receipts, and bank transactions with minimal human input (e.g. Dext, Auto Entry). Predictive forecasting: Dynamic models replace static spreadsheets, enabling scenario planning in real time (e.g. Futrli, Fathom). Plain-language reporting: NLP tools translate financial data into clear narrative commentary clients can actually understand (e.g. Microsoft Co-pilot). Workflow optimisation: AI analyses projects, reallocates workloads, and helps practices meet deadlines more reliably (e.g. FYI Docs with Co-pilot). Anomaly detection: Machine learning flags unusual transactions and potential fraud instantly. Knowledge management: AI assists with tax or compliance research, cutting hours from manual work and increasing confidence in advice. Key point: AI replaces repetitive effort, not accountants. It frees us to spend more time interpreting, guiding, and advising. Avoiding the trap: tech-first thinking One of the biggest mistakes firms make is starting with the tool instead of the outcome. Too often, a partner buys software after a slick demo, only for it to gather dust when it doesn’t fit real client needs. The better path is client-first adoption: Define the client result (e.g. “improve cash flow visibility”). Map the process to deliver it. Identify the AI that accelerates or enhances that process. When AI is embedded in a structured, outcome-driven workflow, it stops being a shiny toy and becomes a genuine profit driver. A client-first model for AI adoption Firms succeeding with AI often follow a five-stage rhythm: Discovery – data pull: AI-enabled tools gather a client’s full financial position in minutes, not hours, creating a rich foundation for advisory conversations. Clarity – turning data into insight: AI converts raw data into dashboards, benchmarks, and models, highlighting the top opportunities or risks without drowning clients in spreadsheets. Guidance – human + AI: Accountants interpret insights, ask deeper questions, and deliver recommendations. AI provides the analysis; humans provide wisdom and context. Execution – reliable delivery: Workflow tools automate follow-ups, deadlines, and task allocation so advice is consistently delivered. Continuous monitoring – always-on support: AI alerts accountants to risks or opportunities between meetings (e.g. low cash thresholds), enabling proactive contact. This model transforms advisory from one-off sessions into continuous partnership. Case studies – AI in action Manufacturing cash flow turnaround: A €2.8m family-owned manufacturer struggled with stock inefficiencies. Using AI forecasting, the firm modelled different reorder strategies. A just-in-time approach cut stock write-offs by 40% and freed €120k in cash, which funded new machinery and growth. Retail margin improvement: A retailer saw sales rising but margins falling. AI sales mix analysis revealed 12% of SKUs (Stock Keeping Unit) were unprofitable once marketing spend was factored in. Dropping these improved net margin by 2.5% annually. Result: In both cases, AI supplied clarity, but the accountant supplied confidence and strategy. Overcoming adoption barriers Even with clear benefits, adoption isn’t smooth. Common barriers include: Skills gap: Teams fear they lack knowledge. Fix: Run small AI literacy workshops on tools staff already use. Nominate an “AI champion.” Cost concerns: Licences feel expensive. Fix: Start with one high-impact use case, prove ROI, then expand. Cultural resistance: Staff fear job loss. Fix: Frame AI as support, not replacement – removing low-value work so people can focus on meaningful, engaging tasks. Data security: Clients worry about confidentiality. Fix: Vet vendors rigorously, demand compliance certifications, and communicate transparently about data use. Handled well, these barriers become opportunities to build trust. Redefining the accountant’s role AI doesn’t change what clients ultimately seek: trust, clarity, and strategic partnership. It simply enhances our ability to deliver it. The accountant of today – and certainly of 2030 – will be: A navigator: using AI insights as a compass to help clients chart their course. A translator: converting complex data into clear, empowering stories. A strategist: aligning financial insight with business goals, spotting opportunities, and mitigating risks. Future specialisms will emerge, from data accountants skilled in governance and analytics, to CFO-as-a-Service providers offering real-time strategic guidance to SMEs who can’t afford full-time CFOs. The automation of compliance gives us back the most precious resource: time. What we do with it defines our future. The ethical compass As trusted professionals, we must ensure AI is used responsibly. Four principles matter most: Bias: AI learns from historical data, which may carry hidden biases. We must question and validate outputs. Transparency: Black-box models can’t justify conclusions. Accountants must ensure advice is explainable. Governance: Clients deserve clarity on where data is stored, who can access it, and how it’s used. Accountability: No matter how advanced the AI, responsibility for professional advice rests with us. Our credibility depends not on how advanced our tools are, but on how responsibly we use them. Roadmap – bringing AI into your practice You don’t need a revolution overnight. A structured approach works best: Identify one high-value client outcome (e.g. faster invoice payments). Map your current process. Choose an AI tool to enhance it. Pilot with a small group of willing clients. Refine based on feedback. Standardise and roll out more broadly. Review quarterly to adapt and improve. This rhythm turns AI from an experiment into a consistent growth engine. Conclusion – leading the change AI will reshape accountancy whether we like it or not. The firms that thrive will not be the cheapest or the fastest at compliance, but those who combine AI’s scale with human judgment, trust, and empathy. We can remain record-keepers of the past - or become navigators of the future. That future is already here. The only question is: will you lead with it? This excerpt has been taken from the September 2025 edition of Practice News.

 Whether you’re applying for a new role in practice, industry, or financial services, your CV is your professional handshake and your sales document to get you in the door and to create an opportunity for you to speak to a prospective employer. It’s often the first impression you make with employers, recruiters and HR professionals. Artificial Intelligence (AI) tools can be powerful allies in refining and tailoring your CV—but only if used wisely. For members of Chartered Accountants Ireland, the challenge is to harness AI for efficiency while maintaining authenticity, accuracy, and professional integrity. ✅ DO: Use AI to polish structure and language : Streamline formatting for clarity and consistency - Applicant Tracking Systems (ATS) are widely used by employers and recruitment firms. AI can help ensure your CV is clean, consistent, and easy to review, reducing the risk of being overlooked. Instruct the AI to reformat your CV to be more palatable to an ATS. Refine bullet points to highlight achievements and value-add - Instead of listing duties and responsibilities, use AI to sharpen your phrasing around measurable outcomes. For example: “Delivered audit efficiencies resulting in a 15% reduction in fieldwork hours.” “Implemented ERP system migration across three subsidiaries, improving reporting accuracy.” Ask the AI to suggest and enhance these elements in your cv. Tailor your CV to each role - AI will help you align your CV with keywords in job specifications. Tip:  Feed the job spec to the AI and then and ask it to align your CV with the required skills and competencies in the role. If you are pivoting into a different area of career direction AI tools can reposition the terms and grammar in your CV to be more pointed and bring your transferrable soft skills to the fore.   ✅ DO: Let AI help with tone and grammar : Ensure professional, confident language AI can eliminate passive phrasing and sharpen your tone so that your CV reads as achievement-focused rather than task-oriented. Instruct it on latter iterations to ‘sharpen the tone and make the terminology more achievement focused’. Highlight quantifiable results: Employers value tangible outcomes. AI can help you reframe statements to emphasise your measurable impact: “I reduced monthly reporting cycle by 30%.” “I led the €5M budget planning process across multiple jurisdictions.” ✅ DO: Use AI for brainstorming: Generate strong action verbs - AI can suggest impactful verbs such as streamlined, negotiated, implemented, advised, or optimised—helping you avoid repetition. Identify transferable skills - Particularly useful if you’re pivoting from practice to industry or vice versa. AI can help you surface skills such as stakeholder management, regulatory compliance, or systems implementation that may not be obvious at first glance. ❌ DON’T: Fabricate qualifications or experience Avoid inflated claims - AI tools may suggest impressive-sounding credentials or roles. Do not overinflate your actual experience or core skills and expertise.  Misrepresentation can damage your personal brand and career prospects. Always carefully review the revised CV and check your level of comfort with it. ❌ DON’T: Submit without personal review Guard against generic output - AI-generated CVs can sometimes sound formulaic or misaligned with what an employer expects to see in a CV. Proofread, personalise and put your own stamp on it which may mean small rewrites in sections. Include specific context - Employers value detail such as: Client sectors (e.g., construction, agri-food, financial services). Company names where acceptable. Employer revenue and employee numbers to give scale context. Eg - Software proficiencies (Sage, Xero, SAP, Oracle). Eg - Regulatory experience (Irish GAAP, IFRS, FRS 102, Central Bank reporting). Size and scale of current company eg- Number of employees in the company. Number of people you directly manage. Detail re the turnover level of the company for context. ❌ DON’T: Overuse buzzwords Substance over style Phrases like “dynamic leader” or “results-driven” are acceptable only when backed by evidence. Employers prefer concrete achievements over vague descriptors. Let your outcomes speak for themselves - Replace generic claims with specifics: Instead of “innovative thinker,” write “developed a tax planning strategy that reduced liabilities by €200K.” ⚖️ Final thoughts AI is a powerful tool for members seeking to sharpen their CVs. It can enhance clarity, structure, and relevance, but it is not a substitute for authenticity! Your CV should reflect your unique career journey, values, and professional integrity. Make sure your personality and ambitions shine through in the document. Think of AI as your assistant, not your author. Use it to polish, but ensure the final document is unmistakably yours. If you’d like tailored support for your CV or career progression, reach out to your Chartered Accountants Ireland Careers Team—we can provide personalised guidance aligned customised to your individual situation.

Artificial Intelligence (AI) is increasingly being used in recruitment processes to modernise candidate screening, assess skills, and predict job fit. AI-driven interviews can include automated video assessments, chatbot interactions, and algorithm-based scoring. Preparing for such interviews requires understanding the technology, adapting communication strategies, and ensuring compliance with best practices. Understand AI in recruitment AI tools in interviews typically perform: Video analysis: evaluates facial expressions, tone, and speech patterns. Natural Language Processing (NLP): assesses word choice, clarity, and relevance. Skill testing: automated coding challenges or scenario-based questions. Predictive analytics: matches candidate profiles to job requirements. Tip: research the specific AI platform used by the employer. Prepare for video-based AI interviews Technical setup: Ensure a stable internet connection. Use a high-quality webcam and microphone. Test lighting and background for clarity. Presentation: Dress professionally. Maintain eye contact with the camera. Speak clearly and at a moderate pace. Practice: Record yourself answering common questions. Use AI-based mock interview tools to simulate the experience. Optimize communication for AI Structured responses: Use the STAR method (Situation, Task, Action, Result) for behavioural questions. Keyword alignment: Incorporate relevant industry and role-specific keywords. Avoid ambiguity: AI systems favour clear, concise answers over vague statements. Demonstrate emotional intelligence While AI may analyse tone and sentiment, authenticity matters: Show enthusiasm without exaggeration. Maintain a calm and confident disposition. Prepare for gamified or cognitive assessments Some AI-driven processes include: Problem-solving games. Personality assessments. Tip: practice logic puzzles and familiarise yourself with game-based assessments. Address bias and fairness Be aware that AI systems can have biases. If concerned, ask the recruiter about fairness measures and appeal processes. Post-interview follow-up Send a thank-you email to the recruiter. Reiterate interest and highlight key strengths. Conclusion AI-enhanced interviews require both traditional preparation and technical awareness. By understanding the tools, practicing structured responses, and ensuring a professional setup, candidates can maximize their chances of success.

Artificial Intelligence (AI) is no longer a science fiction, it’s a present-day reality redesigning recruitment practices across a variety of industries. One of the most significant areas of transformation is the job interview process. From initial screening to final interviews, AI is influencing how candidates are assessed and how employers make decisions. But what does this mean for hiring practices, candidate experience, and fairness? Let’s explore. AI-powered screening and scheduling Recruitment teams would traditionally spend hours reviewing resumes and coordinating interview schedules. AI tools now automate these tasks, using algorithms to: Scan resumes for keywords and skills aligned with job descriptions. Rank candidates based on experience and qualifications. Schedule interviews through integrated calendar systems. This efficiency reduces time-to-hire and frees recruiters to focus on strategic decisions. However, it also raises questions about whether keyword-based filtering overlooks unconventional but qualified candidates. This is one of the reasons why tailoring your CV prior to job applications is more important than ever. Video interview analysis AI-driven platforms are now recording interviews using machine learning. These systems assess: Tone and sentiment to gauge enthusiasm. Speech patterns for clarity, confidence, and pacing. Facial expressions and micro-gestures to infer engagement. While these understandings can help identify strong verbal communicators, critics argue that such analysis may disadvantage neurodiverse candidates or those from cultures with different communication norms. Also another potential pool of disadvantaged candidates are those who are speaking in their non-native language. Chatbots and pre-interview engagement AI chatbots are increasingly used to: Answer candidate FAQs prior to the interview taking place. Provide interview preparation tips. Conduct preliminary Q&A sessions. This creates a more responsive candidate experience and reduces recruiter workload. However, candidates often wonder whether they’re interacting with a human or a bot, which can affect trust, as many of us have experienced in when dealing with customer services chatbots. Bias reduction—or amplification One of AI’s core promises is reducing human bias by focusing on objective data. Yet, algorithms trained on historical hiring data can perpetuate existing biases, as those algorithms are developed and based on human process. For example: If past hires favoured certain demographics, AI may replicate that pattern. Language models might misinterpret dialects or accents as mentioned when discussing the AI screening process. To mitigate this, companies must implement ethical AI practices, including: Regular audits for bias. Transparent criteria for decision-making. Diverse training datasets. However, as it has been shown these types of audits can be difficult to conduct, as a company may not be willing to face that it has inherited biases. Candidate perception and trust Many candidates experience discomfort when they know an algorithm or AI system is evaluating them. This unease often stems from a few key concerns: Lack of transparency Candidates may not understand how the system works, what criteria it uses, or whether it’s fair. This uncertainty can feel intimidating. Fear of bias People worry that automated systems might reinforce biases or overlook qualities that a human interviewer would appreciate, such as personality or cultural fit. Loss of human connection Interviews are traditionally relational. When technology replaces or mediates that interaction, candidates can feel depersonalized. Perceived inflexibility Machines are seen as rigid—unable to interpret nuance, humour, or creativity the way humans can. The future of interviews AI will continue to evolve, integrating with: Virtual Reality (VR) for immersive job simulations. Gamified assessments to measure problem-solving and creativity. Predictive analytics to forecast long-term performance. Despite these advances, human reasoning remains essential for evaluating cultural fit, emotional intelligence, and nuanced communication, qualities that algorithms struggle to measure accurately. Key takeaways AI enhances efficiency but must be implemented ethically. Transparency and fairness are vital to maintain candidate trust. Human oversight will remain indispensable in final hiring decisions. AI cannot: Research the role and the organisation as effectively as you can. AI may provide information that is inaccurate or unrelated. You must research thoroughly yourself. If AI does offer information, be critical of this, can you check this is up to date? Provide personalised, informed feedback. AI output may be based on out-of-date information, it is often generic, and it can’t reflect on how your personal employability aligns with the role. Be aware that employers can use AI to see what information it generates about them. It is important that you do not directly copy material that AI produces. Implement your own insights. Final thought AI is not replacing interviews—it’s redefining them. Organisations that balance technological efficiency with human empathy will lead the way in creating fair, inclusive, and effective hiring processes.

Members of Chartered Accountants Ireland based in New York and the surrounding region gathered at the Consulate General Ireland in New York on Monday evening for a panel discussion event on the impact of artificial intelligence (AI) on business and the accountancy profession. The event was hosted by Institute Chief Executive Rosemary Keogh, President Pamela McCreedy and Director of Members & Advocacy Cróna Clohisey together with head of the New York member chapter Conall McGonagle.   Building and strengthening relationships Deputy Consul General Katie Daughen opened the evening welcoming members, the Institute leadership team and guests, including visitors from the New York State Society of CPAs, members of American Institute of CPAs (AICPA) and the IDA. Recognising Chartered Accountants as trusted business leaders, she emphasised the vital role that members play in today’s uncertain economic times due to their understanding of current economic and business conditions. Katie spoke about the importance of two-way US-Ireland business. She highlighted the need for proper implementation of the EU-US Trade Agreement and how the influence and vigilance of Chartered members can contribute to this. She emphasised the enduring ties between the US and Ireland, which both countries seek to protect and grow, citing the 31 million Americans who claim Irish heritage, the 781 Irish companies employing 202,000 people in the US, and 972 US firms employing 245,000 people in Ireland. Panel discussion: Trusted Business Leadership in an era of artificial intelligence   The panel speakers (Gavan Corr – CEO of Pazithi Group; Stathis Gould – Director of IFAC and Cróna Clohisey, with moderator John McCourt, owner of RSM) shared updates, experiences and insights, encouraging members and guests not to fear AI but to embrace it. Panellist Gavan Corr observed that AI is only as good as the data that goes into it. Those with technical expertise – including Chartered Accountants – will still be essential to maximising its potential and for reviewing its outputs. Auditors, he said, will be more valuable as they will combine the understanding of business with a mastery of AI. The discussion reinforced that while technology is evolving rapidly, human expertise and deep understanding of business remain critical for success. Building connections, building trust In her comments, Chief Executive Rosemary Keogh acknowledged the work and commitment of the New York chapter and chapter head Conall McGonagle FCA CPA. She noted that this new member network is building connections across and between the US and the island of Ireland, and thanked them for their contributions to the US and Irish economies and for promoting the brand and profession. Speaking on the importance of trust and its position as the "north star" of the Institute's Strategy27, Rosemary noted that in the context of uncertain times and fast-moving technologies, trust is the most highly-valued currency. She cited that Chartered Accountants continue to rank among the world's most trusted professions according to Edelman DXI's Trust Survey, and maintaining and strengthening this position is a central focus of Strategy27. President Pamela McCreedy echoed these sentiments and the theme of the event, noting that three in four organisations already rely on Chartered Accountants to ensure data integrity. She commented that "AI is not just a technical revolution; it’s a human one. It challenges us to think differently about judgment, ethics, and purpose. The future of trusted business leadership will depend on how effectively we balance innovation with integrity – harnessing technology, while holding fast to the values that define our profession” Staying connected In her comments during the event, Rosemary Keogh encouraged members to connect with peers locally through their district society or global chapter network supported by Executive Head of Global Engagement Zara Duffy and District and Global Member Manager Gilllian Duffy. She highlighted the profession's global significance and reach and outlined the growth plans of Strategy27 supported by the Institute teams. You can view photos from the event here. Watch a short video here.

From the Professional Accountancy team…... The Apply AI Strategy was launched in October 2025 by the European Commission. It aims to harness AI’s transformative potential by increasing and supporting AI adoption and integration across key industrial and public sectors, especially among small and medium-sized enterprises (SMEs). The Strategy encourages an AI first policy where AI is considered as a potential solution whenever organisations make strategic or policy decisions, taking into careful consideration the benefits and the risks of the technology.  The European Commission has also launched the AI Act Single Information Platform and the AI Act Service Desk to support implementation of the AI Act and to provide resources and tools regarding the AI Act requirements.           

On Thursday 29 May, Chartered Accountants and Sia launched our new Virtual Reality training programme aimed at developing Professional Scepticism skills in junior and trainee auditors. The launch provided us with the opportunity to break down barriers and perceptions that exist around VR in Learning & Development and allowed us to demonstrate what is possible when you take a chance on innovation!  Trish O’Neill, Head of Member Innovation at Chartered Accountants Ireland said: “When you spend so much time working on the finer details of a project you can forget the importance and potential impact of the final result. For the past year I have worked closely with Aisling Mooney, Catherine O'Doherty, and Charles Lonjaret on developing our second Virtual Reality programme. On Thursday 29 May we had the pleasure of sharing our VR design experience with colleagues and members from Chartered Accountants Ireland and Sia”. Speaking at the launch, Aisling Mooney, Learning Design Specialist at Chartered Accountants Ireland, shared some insights on the benefits of learning through immersive technology, saying that it “gives learners a consequence-free space to make mistakes, get real-time feedback, refine their approach, and even test the outcome of a wrong approach. This promotes active skill application and helps learners build confidence in their skills, which is essential for a well-rounded professional accountant”. The atmosphere at the launch was full of positivity and excitement and it was a great reminder that what the team has created is quite exceptional. Gary O'Sullivan, Managing Partner UK & Ireland at Sia noted that "it is the only one of its kind in the world!". Eamonn Siggins, Chief Integration Officer at Chartered Accountants Ireland remarked that “teaching professional scepticism through immersion in virtual reality is innovation in action.” More about the programme: We have created an on-site audit simulation training programme designed to help junior and trainee auditors develop their Professional Scepticism skills. Through Virtual Reality, learners are immersed in realistic audit scenarios, allowing them to practice professional scepticism in a safe environment where they are able to make mistakes, learn from their mistakes, and try again without the risk of real-life repercussions. By combining cutting-edge technology with deep industry expertise, we’ve created a global first in professional accounting education. For anyone with trainee accountants looking to improve their Professional Scepticism skills, we would be delighted to bring this training experience to your organisation. You can contact Trish O’Neill on patricia.oneill@charteredaccountants.ie to learn more. This initiative was made possible thanks to funding from Skillnet Ireland and our Network Manager Niamh Sheehan.

Grit Young outlines 10 key strategies to help Ireland’s tech firms unlock real value from their investments in artificial intelligence Artificial intelligence (AI) deployments in technology companies often fall short of expectations due to a lack of preparedness for the level of change and costs involved. To succeed, tech companies must shift their focus from merely integrating AI into traditional business processes to fundamentally rethinking and reinventing their operations for an AI-first era. To help ensure success, companies in Ireland should seize the opportunity to explore 10 key areas that can drive AI value creation. 1. Turn potential into performance improvement Tolerance for low returns on AI spend has reached a breaking point as organisations across all sectors seek tangible yields from their investment in the technology. Tech companies need to establish clear frameworks to measure the operational and financial impact of any AI solutions they implement. This will help to demonstrate quantifiable business value and return on investment, thereby differentiating their offering in an increasingly crowded market. 2. Drive growth through an agentic AI future Agentic AI can execute complex tasks independently, potentially transforming how tech companies and their customers operate their businesses.   Tech companies must capitalise on the opportunities presented by agentic AI to secure an early mover advantage for themselves and their customers. The emergence of AI agents that can enhance an organisation’s workforce could provide a viable solution for Irish companies seeking to avoid relocating their headquarters to overseas locations, such as to the US, to attract a broader talent pool, as has occurred in the past. Consequently, these agents could enable Irish organisations to scale operations in Ireland, ultimately benefiting the domestic economy. 3. Adopt outcome-based pricing models Pricing needs to move from a purely software-as-a-service (SaaS) subscription model to an outcome-based model aligned with customer value expectations. Customers increasingly expect tangible results from the products they purchase. Simply providing access or usage will no longer be sufficient to justify a charge; a clear outcome will be required. The move to outcome-based pricing will not be easy. Demonstrating outcomes and communicating them to customers will require a major shift in current practices. However, tech companies will likely have no choice but to do this, given changing customer demand. 4. Tap into the power of the AI-first operating model The competitive advantage enjoyed by born-digital tech companies over legacy organisations is now being outstripped by AI-born companies and their distinct structures and operating cultures. Simply bolting AI onto an existing operating model will not be sufficient to bridge this competitive gap. Organisations will need to rethink and reimagine their structures and operating models to become more like this new wave of competitors.  5. Unlock the value of AI expertise Tech companies have an opportunity to position themselves as key partners in their customers’ AI transformation journeys by offering tailored solutions addressing both the infrastructural and operational aspects of AI adoption. Customers will increasingly ask for AI offerings that do not require the costly replacement of legacy IT infrastructure and architecture. This presents an opportunity for tech companies that can provide such solutions. 6. Develop new skill sets for the AI era Tech companies can help drive growth by equipping their workforce with future-ready skills through targeted training programmes. By embracing more immersive training and learning environments, such as virtual and augmented reality, tech companies can better assess skill gaps, provide on-the-job support and ensure employee capabilities are fit for purpose. Today’s employees are increasingly demanding continuous learning in and through the use of emerging technologies. Embedding generative AI in learning and development programmes will help meet these expectations. 7. Involve all business functions from the outset Changes in tax, trade and regulatory requirements should be anticipated and addressed up front. In a rapidly shifting global tax and regulatory environment, treating tax or local regulatory issues as an afterthought—particularly when pursuing a transaction or making an AI-driven change to your operating model—is fraught with risk. Finance, tax and legal professionals should be involved in the process from the outset, so that decisions can be made without the risk of giving rise to unforeseen financial, tax or legal liabilities. 8. Use AI to bolster cyber defences The EY 2024 Global Cybersecurity Leadership Insights Study found that AI delivered a 40 percent increase in cybersecurity teams' efficiency. The technology offers more effective and comprehensive cybersecurity through the automation of threat and vulnerability detection and response. The built-in learning and adaptation capabilities of AI can help organisations stay ahead of the next major threat. The same tools are available to bad actors, who can use AI to amplify their ability to identify vulnerabilities and penetrate systems by an order of magnitude. Thus, it is all the more important for organisations to meet heightened cyber threats by using AI to strengthen defences and maximise incident response when breaches do occur. While there are many good cyber education programmes in Ireland, widespread adoption of AI as a cyber defence tool remains rare. The Irish government is actively promoting cyber security programmes and Enterprise Ireland provides grants to client companies to help bolster their cyber defences.  9. Explore ways to free up capital for AI investment While investment in AI capabilities is driving higher valuations for many tech companies, the cost of such investments is placing many of the companies concerned under strain. The capital-intensive nature of AI investment may require tech companies to consider the divestiture of non-core operational elements and underperforming assets. Such sales can provide a fresh source of capital for AI investment and create more streamlined and profitable businesses.  The big technology companies constituting the foundation of Ireland’s foreign direct investment landscape have historically expanded through acquisition rather than divestiture. If these companies consider divesting, it could impact their operations in Ireland. How any new buyer decides to manage the business will depend on their overall strategy, which could prompt them to keep, expand or scale back their presence in Ireland. 10. Engage with regulators The European Union’s AI Act, Digital Services Act, and General Data Protection Regulation are just a few examples of the regulations governing tech companies in Europe. Governments around the world are also developing policies and regulations on topics that affect tech companies. Regardless of size, tech companies can seek to influence the regulatory direction of travel by collaborating with industry groups and national government agencies. The aim should be to seek a more harmonised global regulatory environment which supports innovation while protecting citizens and addressing societal concerns. Grit Young is Technology, Media and Entertainment and Telecommunications Industry Leader at EY Ireland

Agentic AI could help close the gap between investment in AI and the low returns it offers businesses today. David Lee outlines its potential to future-proof growth and profitability The disconnect between the efficiency gains promised by artificial intelligence (AI) and its impact on corporate balance sheets is among most significant challenges facing businesses today. PwC Ireland’s latest CEO survey revealed that 94 percent of chief executives expect AI to be embedded in their workflows within three years. Less than a quarter can demonstrate any meaningful profitability improvements from their investment in AI, however. This gap demands attention as organisations move beyond AI experimentation. With close to one-third of Irish CEOs believing their organisation won’t exist in its current form 10 years from now, there is greater pressure to deliver higher returns from AI investment. Agentic AI—technology capable of autonomous decision-making and actioning—could offer the requisite bridge between personal productivity improvements and enterprise-wide transformation. The state of AI adoption AI sentiment around boardroom tables presents a striking paradox. Despite operating in unparalleled macroeconomic conditions, 93 percent of Irish business leaders maintain a remarkably positive outlook on revenue growth, according to PwC’s CEO Survey. This optimism exists alongside a profound recognition of the need for internal transformation, however. Close to 30 percent of Irish CEOs do not believe their organisation will exist in its current form within a decade. This creates a strong case for AI investment as business leaders race to reinvent their organisations. Six-month trends reveal an acceleration in structured AI implementation, with the proportion of Irish organisations kickstarting formal plans and active projects jumping from 50 to 70 percent. Herein lies the central challenge. While efficiency improvements are widely evidenced, only a quarter of these organisations have translated such gains into profits. This value leakage—from potential to profit—demands explanation. Agentic AI to the value gap If conventional AI has delivered incremental benefits without proportional financial returns, Agentic AI could offer a more compelling proposition. The distinction is not merely technical but fundamental to how value is created and captured. Agentic AI—systems capable of autonomous decision-making, action-taking and process optimisation—represents a shift from what might be termed “intelligent data manipulation” to “intelligent workflow execution”. This transition is the difference between personal productivity and enterprise productivity; between automating discrete tasks and reimagining entire processes. Diverse applications from all areas of the business can be united in their focus on end-to-end processes, rather than isolated tasks. This is precisely the shift needed to bridge the gap between efficiency and profitability. Strategic implementation framework Translating Agentic AI’s potential into sustainable financial returns requires a deliberate approach that strikes a balance between innovation and pragmatism. The following framework offers a pathway. The progression from conventional to Agentic AI implementation is evolutionary rather than revolutionary. The most successful organisations establish proof points through targeted deployments before attempting wholesale business model reinvention. This approach creates the reference experiences necessary to build internal confidence and stakeholder support. Successful and sustained AI adoption must also address obstacles simultaneously. A sequential approach—solving technical challenges before addressing governance concerns, for example—invariably creates impediments to scale. The most effective organisations pursue parallel workstreams that address technology implementation, organisational capability building, governance development, stakeholder engagement, cybersecurity and security enhancement. Particular attention should be paid to the behavioural change requirements. The adoption curve for AI follows predictable patterns—early enthusiasts, the pragmatic majority and reluctant laggards. Effective adoption strategies account for these different constituencies, rather than designing exclusively for the enthusiasts. The behavioural shifts required to support Agentic AI extend beyond initial adoption to continuous learning as capabilities evolve. This differs from the “train once” deployment models of traditional technology implementations. Implementation must also proceed at a pace that maintains trust across all stakeholder groups. Trust, once compromised, requires disproportionate effort to restore—a calculation that justifies measured progress over hasty deployment. Balancing innovation and pragmatism The value gap between AI’s promised benefits and its profit delivery represents the central challenge for business leaders navigating the current wave of technological disruption. With nearly a third of Irish CEOs questioning their organisation’s future in its current form, the imperative to bridge this gap has never been more acute. Agentic AI offers a pathway from incremental improvement to fundamental transformation by shifting focus from isolated task automation to orchestrated process reimagination. Organisations demonstrating measurable financial returns have moved beyond the “faster horses” mindset to rethink how work itself should be structured and executed. Yet, technology alone cannot close the value gap. Successful implementation requires simultaneous attention to business case development, organisational capability building, governance structures, stakeholder trust and security considerations. The most effective approaches strike a balance between innovation ambition and implementation pragmatism, building reference experiences before attempting wholesale business model reinvention. The most valuable lesson from early adopters is perhaps counterintuitive: the strongest financial returns often come, not from cost reduction through displacement, but from capacity expansion through augmentation. As organisation’s progress from experimentation to enterprise adoption, they would do well to remember that AI is not just a “new tool”. Rather, it represents a fundamental shift in how work is conceived and executed. Those who approach it merely as a means to do existing things more efficiently will find themselves with faster horses in an age that demands flying cars. David Lee is Chief Technology Officer at PwC Ireland